Add: 10. Constant Evaluation of Results

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Add: 10. Constant Evaluation of Results
S K Sharma, India
My view is about another facet to accomplish - I am not stating achieve but accomplish - excellence. And this is "constant audit, both of self as also social" of whatever is being done by a top manager, a middle or a junior manager.
There should be a constant cycle of re-inventing so that we remove maladies, shed inefficient practices and improve products, howsoever tiny bit the effort might result in. If it be so,  we could have the tenth attribute "Constant Evaluation of Results".

10. Continuous Improvement
Erick Msamati, HR Consultant, Tanzania
Also in my view, excellence must be very dynamic; excellence of today may never be the same tomorrow. And thus, excellence is an outcome of continuous improvement.
So in addition to the 9 attributes I think we need to add 10. Continuous improvement as the tenth attribute.

The Ability to Adjust to Changes
Anneke Zwart, Student (University), Netherlands
Similarly, Lu, Betts and Cloom (2011) claimed that a key factor for an excellence model to be adequate is that the model must assess and encourage long-lasting/long-term internal and external performance. .
Although the eight attributes of management excellence of Peter and Waterman are critical factors that enhance quality of companies, the authors have forgotten a critical factor for management excellence. One main disadvantage of their model therefore is:
The ability to adjust in order to achieve long-term excellence.
Indeed, many of the companies that were listed as “excellent” by Peter and Waterman failed (in the long term) in delivering to the market with the same quality and excellence as they used to do.
Source: Dawei Lu, Alan Betts & Simon Croom (2011): Re-investigating Business Excellence: Values, Measures and a Framework, Total Quality Management & Business Excellence, 22:12, 1263-1276.



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